国有商业银行A行浙江省分行人才流失现状及对策分析
发布时间：2018-10-05 18:01
【摘要】：国有商业银行作为国内金融体系的重要组成,对整个经济发展均有较大的影响作用。国有商业银行近几十年的发展,也经历了较大的变化,逐渐从国有体制向企业化经营转变。人才作为支撑一个企业发展最重要的一项资源,对人才的管理,满足人才的需求,更好地留住人才,减少人才的流失,也成了国有商业银行所需要亟需解决的一个问题。在竞争越来越激烈的国有银行业中,不仅有虎视眈眈的外资银行机构,也有高薪厚禄吸引人才的股份制银行,如何正确地做好员工流失管理,不仅有助于提高国有银行的人力资源管理水平,也能增强企业的核心竞争力。 本文的理论部分,首先对人才的相关概念及特点进行介绍,并引出人才流失的概念,通过对国内外人才流失模型的分析比较,确定了研究内容、思路及方法。 本文的实证部分,围绕A行浙江省分行人才流失的相关数据为基础进行研究和分析,由于作者是在人力资源部工作,因此可通过行内渠道获得此类数据。首先,将A行浙江省分行近年来的离职率作为数据源,以其纵向和横向比较的总体情况,确定了研究样本,然后从离职人员的学历、年龄、职务等级、薪酬水平、考核成绩、用工性质、离职去向、岗位类别等八个指标维度,进行细化的梳理与比较,并相应地总结出A行浙江省分行员工离职的主观、客观特点。接着,宏观地进行了国有商业银行人才流失的SWOT分析,并针对性提出国有商业银行人才流失对策的建议及具体实施措施,从人力资源规划建立到人才流失管理完善,从新入行员工到各条线管理层及骨干力量的职业规划,从人才培养计划到员工发展通道,从绩效考核制度的建立到和谐轻松企业文化氛围的营造,全方面丰富了人才管理的主动积极的应对措施。同时,也提出了“一线青年员工成长帮助计划”项目的启动,以“一个目标”、“两条路径”、“五大系统”、“十项举措”的搭建框架,从优员工成长环境,提升心理资本,调整员工心理状态,促进员工健康成长,并拟定了项目实施阶段及具体方案。 现有关于人才流失的研究,由于受到数据材料的限制,以理论层面居多,对实际案例中人才流失的具体原因分析及对症下药的较少。本文结合数据采集、信息分析等方式,以理论联系实际,提供了更科学、合理的分析,具有更强的可操作性。
[Abstract]:As an important component of domestic financial system, state-owned commercial banks have great influence on the whole economic development. The development of state-owned commercial banks in recent decades has undergone great changes and gradually changed from state-owned system to enterprise-oriented management. Talent as the most important resource to support the development of an enterprise, the management of talents to meet the needs of talent, better retain talent, reduce the loss of talent, has become a problem that the state-owned commercial banks need to solve urgently. In the increasingly competitive state-owned banking sector, there are not only foreign banks looking covetously, but also joint-stock banks with high salaries and good salaries to attract talents. It can not only improve the level of human resource management of state-owned banks, but also enhance the core competitiveness of enterprises. In the theoretical part of this paper, the related concepts and characteristics of talents are introduced, and the concept of brain drain is introduced. Through the analysis and comparison of the models of brain drain at home and abroad, the research contents, ideas and methods are determined. The empirical part of this paper is based on the data of the brain drain of Bank A Zhejiang Branch. Because the author works in the Human Resources Department, the author can obtain this kind of data through the internal channels. First of all, taking the turnover rate of Bank A Zhejiang Province Branch in recent years as the data source, and taking the overall situation of vertical and horizontal comparisons, the study samples were determined, and then the graduates' education, age, job grade, salary level, and examination results were analyzed. This paper makes a detailed combing and comparison of eight index dimensions such as the nature of employment, departure direction, post category, and summarizes the subjective and objective characteristics of employee turnover of Bank A Zhejiang Branch accordingly. Then, the author analyzes the brain drain of state-owned commercial banks by SWOT, and puts forward some suggestions and concrete implementation measures, from the establishment of human resources planning to the perfect management of brain drain. From the new employees to the management and backbone of each line of career planning, from talent training plans to staff development channels, from the establishment of performance appraisal system to the building of a harmonious and relaxed corporate culture, All aspects enrich the active and active measures of talent management. At the same time, it also puts forward the starting of the "First-line Young staff growth help Program" project, which aims to build a framework of "one goal", "two paths", "five Systems" and "Ten measures" to improve the growth environment of employees and enhance their psychological capital. Adjust the psychological state of the staff, promote the healthy growth of the staff, and draw up the project implementation phase and specific plan. Due to the limitation of data materials, the current research on the brain drain is mostly on the theoretical level, and there is less analysis of the specific causes of the brain drain in practical cases and the appropriate remedy. Combining data collection and information analysis, this paper provides more scientific and reasonable analysis with theory and practice, and has stronger maneuverability.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F832.33
本文编号：2254333
[Abstract]:As an important component of domestic financial system, state-owned commercial banks have great influence on the whole economic development. The development of state-owned commercial banks in recent decades has undergone great changes and gradually changed from state-owned system to enterprise-oriented management. Talent as the most important resource to support the development of an enterprise, the management of talents to meet the needs of talent, better retain talent, reduce the loss of talent, has become a problem that the state-owned commercial banks need to solve urgently. In the increasingly competitive state-owned banking sector, there are not only foreign banks looking covetously, but also joint-stock banks with high salaries and good salaries to attract talents. It can not only improve the level of human resource management of state-owned banks, but also enhance the core competitiveness of enterprises. In the theoretical part of this paper, the related concepts and characteristics of talents are introduced, and the concept of brain drain is introduced. Through the analysis and comparison of the models of brain drain at home and abroad, the research contents, ideas and methods are determined. The empirical part of this paper is based on the data of the brain drain of Bank A Zhejiang Branch. Because the author works in the Human Resources Department, the author can obtain this kind of data through the internal channels. First of all, taking the turnover rate of Bank A Zhejiang Province Branch in recent years as the data source, and taking the overall situation of vertical and horizontal comparisons, the study samples were determined, and then the graduates' education, age, job grade, salary level, and examination results were analyzed. This paper makes a detailed combing and comparison of eight index dimensions such as the nature of employment, departure direction, post category, and summarizes the subjective and objective characteristics of employee turnover of Bank A Zhejiang Branch accordingly. Then, the author analyzes the brain drain of state-owned commercial banks by SWOT, and puts forward some suggestions and concrete implementation measures, from the establishment of human resources planning to the perfect management of brain drain. From the new employees to the management and backbone of each line of career planning, from talent training plans to staff development channels, from the establishment of performance appraisal system to the building of a harmonious and relaxed corporate culture, All aspects enrich the active and active measures of talent management. At the same time, it also puts forward the starting of the "First-line Young staff growth help Program" project, which aims to build a framework of "one goal", "two paths", "five Systems" and "Ten measures" to improve the growth environment of employees and enhance their psychological capital. Adjust the psychological state of the staff, promote the healthy growth of the staff, and draw up the project implementation phase and specific plan. Due to the limitation of data materials, the current research on the brain drain is mostly on the theoretical level, and there is less analysis of the specific causes of the brain drain in practical cases and the appropriate remedy. Combining data collection and information analysis, this paper provides more scientific and reasonable analysis with theory and practice, and has stronger maneuverability.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F832.33
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